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GRANTWRITING 101: Writing Successful Grants
Sharon Schnelle, Presenter
Sponsored through
Goals of Training
Participants will understand The basics of resource acquisition
(FORM) How to write effective problem
statements and program outcomes/objectives
How to prepare/submit proposals for funding
The basics of logic model planning How to research funding sources
Grantwriting 101 AGENDA
Welcome & Introduction Basic Housekeeping information Proposal Basics Planning Process Skills Practicing the Skills Budgeting Funding
Understanding the Basics of Resource Acquisition FORM (Foundation of
Resource Management)
The most essential element to remember in grantwriting and resource acquisition is diversification of funding streams! It is best to not have all your eggs in one basket especially if the program or agency is completely grant driven
The type of funding source will dictate the type of proposal or approach you take to securing funding
Foundation of Resource Management
FederalOther
State
Foundations
Local
CorporationsInvestments/Endowments
PrivateDonors
In-kind
Volunteers
Grantspeak: Learning to speak the language
Allowable Cost – a cost for which the grantee may be reimbursed under a grant or contract.
Award Letter – written notification from the funding agency indicating a project has been funded for how long, and in what amount.
Block grants – the grouping of many categorical grant programs into an overall functional area (I.E. Law Enforcement, Juvenile Justice, etc.)
Budget – a plan for financial operation consisting of an estimate of proposed revenue and expenditures for a given period of time and purpose
Budget Cycle – The fiscal year (i.e. July 1 – June 30) that is designated by the funding sources as to when they will make grant awards.
Catalog of Federal Domestic Assistance (CFDA) – Regular publication put out by federal government that lists federal grant and loan programs that are available and accepting applications.
MORE Grantspeak: Demonstration Grant – grant given to test the feasibility of
an idea, approach, or program Direct Cost – expenses which can be itemized by categories
(i.e. salaries, wages, travel, other) Fringe Benefits – benefits such as life, health insurance,
retirement, unemployment compensation that are paid in addition to salary
Full Time Equivalent (FTE) – amount of time spent or required in a less than full time activity divided by the amount of time normally spent (based upon 2080 hours for full time service)
Goal – general statement of what the project hopes to accomplish, reflecting the long-term desired impact of the project on the target population and any target goals identified in the priority areas of the funding source.
Grantee – one who receives the funding and administers the grant
Grantor – Agency or entity which gives the funds to carry out the project
Influencing factors – factors affecting the achievement of an outcomes; sometimes referred to as “barriers”
Yet still MORE Grantspeak: Inputs – the resources dedicated to or consumed by the program;
usually the first box in the logic model representation of the program. Logic Model – Graphic representation of a program detailing the
inputs, activities, outputs, and the short-term, intermediate, and long-term outcomes as well as any influencing factors.
Letter of Support – letter submitted in conjunction with the proposal that demonstrates proven success of the program in the community
Matching Funds – cash or “in-kind” support contributed to the project
Memorandum of Understanding /Agreement (MOU or MOA) – formalized agreement between entities detailing the nature of the collaboration and support.
Objectives/Outcomes – sometimes used interchangeably; statement which defines the measurable result the project expects to accomplish
Outputs- the quantifiable, credible, and measurable work accomplished through the project (i.e. number of parenting classes taught, number of nights of shelter provided, number of meals delivered).
Request for Proposal (RFP)- the solicitation put out by a funding source detailing the criteria by which funding decisions will be made.
Types of Funding Federal Formula Grant Funding
Block funding comes to states Administered through agency such as Office of
Criminal Justice Services or Department of Youth Services
State agency passes dollars to local providers
usually selected through the RFP process or through grant solicitations)
Example: Edward J. Byrne Justice Assistance Grant
(Administered through Office of Criminal Justice Services) Violence Against Women Act Grant (Administered
through Office of Criminal Justice Services)
Federal
StateLocal
Types of Funding Federal Discretionary Grant Programs
Funds distributed at discretion of federal agencies and awarded on a competitive basis to public and private nonprofit organizations.
Funding ranges from single awards for research, evaluation, and technical assistance to multi-site awards for program development.
Congressional Earmarks Hard Earmarks: Congress directs the Federal agency to provide
certain funds to specific identified programs. Soft Earmarks: Congress identifies a program and directs the
Federal agency to: Evaluate the program. Fund the program, if warranted.
Example: Department of Justice (Sex Offender Management Program) OJJDP (Mentoring)
Types of Funding
State Funding Programs Specific to the State Passed by legislature to solve specific
problem
Example: Jail Domestic Violence Funding Family Violence Prevention Fund (Administered
through Office of Criminal Justice Services) Ohio Victims Compensation Fund (Administered
through the Ohio Attorney General’s Office)
Types of Funding Private Foundation/ Corporation
Usually supports specific interests and often prefer direct services
Family/Management may dictate use May be managed by bank Large funding base - money from one or many families Typically only fund 501(3)(c) Committed to helping either specific communities or national
focus.
Example: Robert Wood Johnson Foundation (National Focus)
Natural Helpers (Montgomery County) Greater Cincinnati Foundation (Local Community)
13 County region that will fund
Types of Proposals
Government (Federal, State, Local) Usually a very formal process Detailed Solicited (through a released Request for
Proposal)
Usually competitive Specific instructions Specific evaluation criteria No cover letter required but may include as
optional
Types of Proposals
Private / Foundation Usually less formal detail required Can be unsolicited or solicited If no formal RFP, then few instructions given Credibility is the key
(establishing a relationship with the funder is important) Can use a cover letter proposal as initial
contact Usually limited to the priorities and
initiatives of the funder
Typical Contents of Proposals Sample
Government Form (SF 424 or similar) Budget Forms Abstract Objectives / Need Key Staff Results and Benefits Methodology Evaluation Plan Organizational Profile Assurances Attachments
Sample Private Cover Letter Summary Introduction Problem Statement Objectives Approach Evaluation Plan Future/Other Funding Budget Attachments
Elements of the Basic Proposal
Cover LetterSummaryIntroductionProblem StatementGoals / ObjectivesApproachEvaluation PlanFuture/Other FundingBudget & Narrative
Proposal Basics FOLLOW INSTRUCTIONS – be sure to review the RFP
carefully looking for the key criteria that your application will be scored on. Check eligibility for funding to be sure they will
accept your application
Keep word choice simple & to the point (avoid using terminology that is confusing and specific to your discipline if it cannot be readily explained)
No generalizations or assumptions - Don’t assume the reader is familiar with or conversant in your area of service) Who says? Who cares? So what? Why?
Proposal should reflect a well thought out plan
Proposal Basics Minimize adjectives Be honest but don’t self-indict Consider grant reviewers and the knowledge
base of those who may review the application Be positive Client-driven (outcomes should be client-focused) Demonstrate your credibility – be sure to include any
similar service your agency is already doing, or discuss any similar projects you have administered in the past that will establish your capacity to succeed.
Check the point Neatness Counts – be sure to proofread!
Planning Matrix: Getting Started Identify the problem statement which consists
of analysis of the nature and extent of the problem or need, and the reasons or causes.
Develop Program Objectives and Outcomes that are related to the identified problem
Discuss the Approach to be used and how will it help overcome the problem identified in order to positively impact the target population. Discuss how that approach used will help meet the stated goals and objectives for the program.
Conduct an Evaluation of the program to determine its effectiveness. Through information obtained through the evaluation changes and alterations can be made to the approach.
Problem Statement (Needs Assessment)
The most important part of the proposal
Set the stage for the entire proposal – you should be able to paint a picture of the situation
and explain why there is a need
Needs Assessment vs. Problem Statement Local Foundations and Corporations generally
require information relating to a needs assessment which focuses on condition in the lives of the clients you wish to change
Government and National Foundations generally require information relating to problem statement that focuses on a situation that can be related to similar situations in other communities and show the broader implications of the proposed program (National Scope)
Problem Statement Basic Requirements
Should be related to purpose and goals of the organization – there should be a mission fit (goes to credibility and capacity)
Should be specific and clearly defined Supported by valid data (citing sources) and testimony from experts
that is timely and credible
Should have boundaries Problem should be of reasonable dimensions and realistically
achievable
Should be understandable and client focused Stated in terms of client needs, and not in terms of needs of your
organization. Identify who will benefit from the solution
A neighborhood or the entire community Criminal justice practitioners Offenders or victims Your organization All of the above
Should be solvable Try not to focus on problems that are outside of the scope of your
agency or would take longer than the scope of the grant to solve
National Institute of
Justice
Problem Statement
Provide reasons and causes Demonstrate through local and national statistics and
information that there is a problem. Current Research Local Research Anecdotal information
Who’s involved Which reasons addressed
Identify Consequences Death or serious injury Loss of property Joblessness Commit new crimes Nothing
Problem Statement
Personalize the Problem and make it interesting Why should the funder care?
Within their area of interest Response to solicitation Have made similar grants Current issue with national or regional attention
MAKE IT VERY CLEAR ! “The problem to be addressed in this proposal is…”
Lack of juvenile sex offender programming in my community Lack of mental health services for mentally retarded youth in the
juvenile justice system Lack of housing for women who are victims of domestic violence.
Problem Statement
Characteristics of Weak Problems Focus on your organization Does not communicate what is in it for the
funder. How does the project relate to their area of interest
Focus on hiring staff Not responsive to the RFP Focus on purchasing equipment Language not compelling
We desperately need… We do not have … We lack …
Problem Statement
Characteristics of Strong Problem Statement Focuses on the client or their situation Paints a picture that consequences of not
responding are unacceptable to all Effectively documents the need to be
met or problems to be solved with proposed funding
Clearly links to the proposed goals and objectives and the identified approach to the problem
PROBLEM STATEMENT
Exercise One: In a group, complete the Exercise 1 handout in your packet.
Exercise Two: Write a problem statement related to a program or project that might be implemented through your agency.
Logic Model
Presents a “snapshot” of a program Graphic representation of the program, “theory” or
“action” – what it invests, what it does, and what results are achieved
Logical chain of if-then relationships If x occurs then y will occur
Why do we need to do this? Helps identify the connection between what we do and
impact the program is having Provides a common vocabulary and helps in program
planning Helps focus on quality and continuous improvement
LOGIC MODEL
Logic Model
Logic Model Exercise 1 Group proposed program
Logic Model Exercise 2 Mystery Community Clinic Senior Care Program
Logic Model Exercise 3 Your agency problem and program
Sample Logic Model
Resources Activities Outputs Outcomes Goals
Staff
Participants
United Way funding
Modular independent living skills curricula
Home visits and individualized assistance in developing living skills
Physical and mental activity assessments
Homemaker/chore service
Van Go transportation
Referrals to Meals on Wheels
30 senior participants
Initial assessment and quarterly follow-up assessments for all participants
Monthly home visits and independent living skills training for all participants
240 hours of homemaker/chore services per month
Increased ability of clients to perform daily living tasks
Maintained/improved physical, social, and emotional functioning
Increased access to health care and services
Maintain seniors independence in their own homes for as long as possible
Program Evaluation Logic Model: Mysteries Community Clinic Senior Care Program
Objectives
Show what you want to achieve Must be measurable Must be achievable Must relate to the problem Must be time limited Must include an outcome objective
Goals/ Objectives
Outcome Objectives Indicate a positive or
negative change Clearly indicate the
impact of the project Show what the
condition of the problem will be in the future
Statement which defines a measurable result the project expects to accomplish
Process Objectives Measure of what the
project will do Measure of activities Means to the ends Statements of primary
methods written in a time-limited way
Develop process objectives only if requested by funder
GOAL – general statement of what the program hopes to accomplish. Should reflect the long term desired impact of the program on the target population and any target goals required by the funding source
Objectives
Sample Outcome objectives: A decrease in the rate of infant mortality in
Adams County to at least the state average of 8.5 per 1,000 births, within the first three years of the Outreach program.
A decrease of 25% in the recidivism of parolees returning to Mansfield during the first project year.
A decrease by 25% in the number of successful burglaries during the three years of the project.
Objectives
Sample Process objectives Train 100 counselors to new treatment
method first year. Increase the awareness of 500 elderly
citizens about neighborhood watch. Install NIBRS laptops in all police cruisers by
2003.
Approaches/Project Description Narrative description of what will be
done Relates to reasons for the problem Describes
Who will be involved & criteria Key staff What will happen When Where How
Responds to any special requirements
Explains why this approach Provides a timeline Should relate back to the
identified problem statement and/or needs assessment
Approaches/Project Description
Who? Who is being served? Who is performing the activity? Who is participating?
What? Assume reviewer knows little or nothing about your
field What is going to occur? Very detailed Very specific
Approaches/Project Description
Where? Where exactly will each activity occur? Describe each site if more than one. Create a mental picture of the setting.
When? Year Month Week Time of Day Show timeline
Approaches/Project Description
Evaluation
Benefits and Reason for doing evaluation
Provides feedback about what worked and what failed for the program
Gain insight into effective strategies on how to improve
Measures impact the program is making
Required by funder
Evaluation
Two types of evaluation Outcome or Summative (involves
assessing the outcome at the conclusion of the program and measures how change that has occurred as a result of the program)
Shows what impact you have on problem
Helps justify program Process or Formative (involves
monitoring the “process,” ensuring activities are completed on time and on target, while the program is ongoing)
Tells you if you’re on track Points to improvement
Evaluation Flowchart
GOALSTATED OBJECTIVE
Activity
Outcome
Performance Indicator(either quantitative or qualitative)
Evaluation
Need not be Expensive Complicated Time consuming
Some evaluation is better than none External evaluator is sometimes seen as more
objective than internal Evaluator should be qualified Evaluation plan should be meaningful, related
to goals and objectives, and be an honest examination of program
Organizational Capacity
Mission & History Capacity to administer Similar Experience
Accomplishments Role in community Who is served How served Outside endorsements
Letters of Support Memorandums of Understanding/ Agreement
Organizational Capacity/ Credibility
Awards Active participation and contributions to the field positively
viewed
Fiscal Accountability Staff Credibility
Qualifications are more than degrees
Boards, other volunteers Funding sources Licenses
Summary/Abstract/ Executive Summary Section by itself that summarizes the proposal
Can be one paragraph to one full page in length Identifies applicant and helps establish credibility Identifies the Problem to be addressed
The problem to be addressed is …. Identifies the Goals/Objectives to be achieved Identifies the Approach to help achieve success Identifies how the program will be evaluated
Evaluation of this grant will be addressed in the major objectives of the program that are identifiable, measurable, quantifiable, and time-phased
Evaluation results will be used to improve program for next year
Identifies the resources needed to achieve success (Budget) Total cost of project is …, we expect other funds in the amount of …
and are requesting …for …
Letters of Participation/Support Do
Get letters from agencies who will be involved Get letters early Have letters state level of involvement with the proposal and
program implementation
Don’t Have them all say the same thing Have them only complement the program
Memorandum of Understanding A more formal agreement between agencies that explicitly outlines
the roles and responsibilities of each for the proposed project Be sure it is signed and dated
Budget
Identifies cost of response to problem Tied to project description and approach
to justify the need for each budget item Clearly shows how costs are calculated
and contains only essential expenses Shows what you are contributing
In-kind Volunteer Cash-match
Budget
Budget Narrative Include only if requested by funder Narrative link between budget and
approach Link staff to approach Explain consultants rather than staff Explain all travel Explain indirect costs
Cover Letter
Important for private funding
Short letter Sentence about project title and amount Two sentence description about
approach Sentence about credibility Sentence about contacting
Proposal Process
Some factors are beyond applicants’ control
Control the factors you can Make the application as strong
as possible Eliminate all possible
weaknesses Be positive
Proposal Problems
Common mistakes Sloppy writing Not following directions Waiting until last minute Irritating reviewers Waiving red flags
Proposal Problems
Improving your writing Purchase a style book like
Stunk & White’s Elements of Style
Take a writing or grammar course
Have a strong writer critique your proposal
Proposal Problems
Not following directions Wrong number of copies Stapling copies Missing deadlines Wrong signatures Using outdated forms Sending unwanted attachments Deviating from format Missing signatures
Proposal Problems
Waiting until last minute Inadequate planning Proposal not logical Forget crucial elements Problems with collaboration
Proposal Problems
Irritating Reviewers Not following directions Flowery language that
means nothing Appending “filler” material Providing too much
information Gearing only to money
Proposal Problems
Waiving Red Flags Padding the budget Computers and related equipment Unjustified travel “Miscellaneous” budget category Exceptionally high consultant costs 10% of all existing staff
Strong Proposals
Compelling problem Innovative approach Thorough research Clearly written Well organized, complete Credible organization
Exemplary
Gran
t
Proposal
Finding Out What Is Available Investigate
Internet Periodicals Library Seminars
Internet - Websites
The Grantsmanship Center - www.tgci.com
The Foundation Center - www.fdncenter.org
GuideStar.org – www.guidestar.org
GrantsNet - http://www.os.dhhs.gov/grants/index.shtml
The Federal Register - http://www.gpoaccess.gov/fr/index.html
Grants.gov – http://grants.gov/Index
Ohio Grant Makers – www.ohiograntmakers.org
Periodicals
The Chronicle of Philanthropy - http://philanthropy.com/
TGCI Magazine - http://www.tgci.com/publications/magSubscript.asp
Dollars & Sense - http://www.ouw.org/ouwpublic/Publications.htm
Library
Foundation Directory
Ohio Grants Guide
Grant Writing Books
Seminars
The Grantsmanship Center
The Grant Institute
Foundation Seminars – Cincinnati Health Foundation –
healthfoundation.org
Ohio Office of Criminal Justice Services
Final Notes
If you are funded, administer it responsibly
Your grant history will follow you
If you don’t get the grant, ask for reviewers’ comments – written or over the phone
Use the information to strengthen future applications
ContactsWalter Brownbrown@ocjs.ohio.gov614.728.5466
Sharon Schnellesmschnelle@dps.state.oh.us614.466.0346
Erika Zitozito@ocjs.ohio.gov614.728.7291
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